Four universities are giving students the chance to complete certificate and degree programs by downloading class material to mobile devices like iPhones and iPods in a distance-learning initiative that one day could be commonplace in higher education.

Mobile computing will gain traction in colleges and universities within the next year, according to the report, largely owing to advances in mobile technology and an array of educational web applications.

The University Alliance’s use of MP4 technology lets students interact with peers and faculty members on shared virtual whiteboard spaces using two-way voice over IP.

But reverence for Google should really be for their overall culture. Culture is the root system of the organization; hard to spot but clearly enabling the output.

Google has a cultural DNA that enables them to win in the market, and win repeatedly.

Transparency on all strategy

In most companies, only 5% of the workforce understands their company’s strategy.

Google actually treats their talented, principled, creative people like talented, principled, creative people instead of morons.

post your strategy for the larger business, and any sub-division publicly for all to see. Keep it open for questions. Respond to those, especially to those seeking clarity.

Engage each other

Googlers are expected to come to discussions prepared to engage. If they have a point of view, they are expected to bring data and to be able to take on the discussion actively, regardless of their level or specific role in the organization.

Graft Method: A tactic that companies can take is to stop assigning work based on official job functions, but rather invent the next thing (or solve the next problem) by asking “who wants to play?” Those “interested in solving this problem” can come together to actually do it, and that’s enabling a coalition of the willing. When we do work with companies, we form a coalition of the willing across levels and silos to help define the problem, envision the options, select best choices and take on the responsibilities to make a new reality. Those teams feel their own power and can never return to a world of “I do my thing and you do yours”, because the key now the power of building a shared (collaborative) framework of what’ll work.

Fight fair

Google has an interesting policy that Shona Brown embodies when she says “if someone BCCs me on an email, I just write right back so that BCCs behavior stop”. Without wrestling with and handling the conflict inherent in business explicitly, we get nowhere fast.

Most people don’t see how tackling conflict explicitly can serve business. They think appeasing everyone creates peace, but instead it results in mediocre “me too” solutions. Or we think that if we get the boss to agree, that’s enough. It is our ability to face tension collaboratively that lets issues get resolved, and creates the right, new solutions.